Mark E. Young Mba Email and Phone Number

•Increased sales opportunities and maximized top line revenue streams by performing as corporate and community sales director, mentoring the sales and admission teams, penetrating and building relationships with referring partners including their C-suites, negotiating private pay, contracting with commercial and AHCCCS insurance partners, identifying and developing new service lines while building, implementing and managing customer retention efforts.•Recruited, developed, managed and retained all sales, admissions and lead senior staff to ensure adherence to sales and marketing targets and key performance indicators (KPIs). Established individual goals and conducted direct reports performance reviews and development plans.•Increase top line revenue and market share through rebranding and repositioning company service lines; senior living, skilled nursing, transitional care and substance abuse programs, with new collateral, new web sites for corporate office and each facility and community, search engine optimization (SEO) initiatives, press releases, community events and trade show appearances.•Evaluated and advised corporate leadership on short and long-term sales and marketing planning, financial planning, budgets and asset management, aligning with the company’s goals and growth objectives. Accountable for the profit and loss of corporate office and communities. •Mentored, guided and directed executive directors in the sales, marketing, operational and financial accountabilities of the community. Held monthly meeting with executive directors, sales and admissions teams to review and improve sales goals, admission’s failures, marketing strategy, public event calendar, activities calendar, customer relationship management (CRM) processes, budget adherence, YTD progress and expenditure control. Assisted in developing each executive director to become top talent, promotable to other positions within the company.

Recruited by Owner / Executive Director to increase sales, increase profit margins, manage expenses, create, implement and manage a shared vision with employees and customers to meet strategic objectives. Championed change company wide, establishing new strategic direction for sales team, marketing, administrative staff, customers and culture. Given complete P&L responsibility and accountability.• Increased revenue 20% each year for the years 2011 through 2013.• Increased net income from 5% to 18% years 2011 through 2013.• Generated and filled over three hundred caregiving positions and five administrative positions.• Created, implemented and managed an intake procedure which resulted in a 50% increase of prospects to assessments and a 90% conversion rate of assessment to start of care.• Managed the day-to-day operations of sales, marketing, accounting, human resources, recruiting, intake coordination, staffing (clients), and retention of employees, company orientation, client and family satisfaction.

Establish marketing department, increase declining sales, profit margins, consumer traffic, census, market share and brand awareness. Championed change company wide, establishing new strategic direction for decentralized departments in sales, marketing, customer satisfaction, and cultural behavior. Managed multiple locations in southwest and mountain states regions.Selected Results:• Strategically developed and implemented the sales & marketing plan for each assisted living, memory care, transitional and skilled nursing facility, including a SWOT analysis, marketing action plan, individual sales plan, budget, advertising, promotional mix, and web based initiatives.• Increased consumer traffic 100% through successful rebranding efforts which included web based sales, event marketing, and redevelopment of advertising, fulfillment, and collateral.• Increased census (acquisition and retention of customers) to over 90% for each location. Increased profit margins by 30% in a stagnant market.• Restructured the reporting system to reduce marketing expenditures and accurately identify the channels of customer contact. Cut expenses by 33% and increased market share by 25%.• Championed the implementation of customer satisfaction surveys. Increased overall satisfaction by 50%

Launched the company in 2004. Developed and Directed the strategic planning initiatives, P&L responsibility, and managed day-to-day operations for a start-up title insurance agency. Managed 5 direct reports and 85 indirect employees within operations, sales & marketing, IT, HR, escrow, and title. Grew quickly to 8 branches.Selected Results:• Launched PTG and achieved $3,000,000 in revenue first year, $6,000,000 the second year. • Reached 18% return on investment, an industry exception, the first three years by recruiting profitable small business units, controlling cost, focused marketing and sales strategy.• Recruited company’s entire executive and management teams and directed the hiring and development of 85 associates, created empowering and collaborative work environments including numerous committees and shared decision-making protocols.• Forged valuable and successful strategic alliances, co-branding partnerships, and affiliate programs. Negotiated a joint venture with Arizona’s 3rd largest real estate company.